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Class pro

  1. 1. Class Project: Business Strategy <ul><li>Vision </li></ul><ul><li>Creating relationships and connections that meet the needs of each individual customer represents a new form of brand value for DOCOMO. </li></ul><ul><li>DOCOMO MISSION: </li></ul><ul><li>Redefine concept of the DOCOMO brand and its image, developing a brand </li></ul><ul><li>statement and corporate logo to embody this new vision </li></ul><ul><li>Solicit and implement feedback from customers so that Docomo can continue </li></ul><ul><li>to be a company that both understands customer needs and exceeds their </li></ul><ul><li>expectations. </li></ul>
  2. 2. <ul><li>Docomo is also driven to remain a company valued for its contributions around the globe. </li></ul><ul><li>Docomo will continue to recruit a diversity of talent so that together they can effectively respond to the increasingly more diversified needs of customers while adapting to changes in market conditions and trends. </li></ul><ul><li>Opportunity: </li></ul><ul><li>The cash-rich Japanese giant has sealed a deal in the Netherlands, and the UK could be next… </li></ul><ul><li>Expanding global business </li></ul>
  3. 3. <ul><li>Threat : </li></ul><ul><li>While DoCoMo, the former incumbent, has long been accustomed to dominating Japan's mobile market, they've been locked in a fierce price war with Softbank and number two carrier KDDI, which have begun to make inroads into its market share. For the first time in twelve years that the Japanese telecoms regulator has been keeping records, DoCoMo's slice of the market has dipped below 50 percent?at 49.7 percent to be exact. Therefore, DoCoMo may be in danger of losing more customers to Softbank over the deal. </li></ul><ul><li>In May 2002, NTT DoCoMo (DoCoMo) Inc. , Japan's largest mobile phone company, announced a net loss of ¥ 116.19 billion and a goodwill write-off of ¥ 624.6 billion for the fiscal ending March 2002. Though the company registered an increase in operating revenues from ¥ 4,669.37 billion in 2000-01 to ¥ 5167.14 billion, the revenue growth was stated to be well below its company expectations. Company sources attributed this to the general decline in Average Revenue Per User (ARPU) for voice services and slower growth in new cellular subscribers across the country </li></ul>
  4. 4. <ul><li>Strengths </li></ul><ul><li>For a start, NTT's enormous financial backing has provided a surplus of investment and also rules out any risk of a hostile take-over bid. However, the real secret of the company's success is put down to clever management. Early on, DoCoMo executives showed their capacity for innovation with the adoption of packet switching, which allows multiple users on a single channel, and more flexible pricing. Good design was also instilled from the outset; the phones are easy to use with a lot of information accessible with just a few clicks of a button. Once users are attracted, few choose to disconnect, leaving DoCoMo, which gets a commission from content providers, with a lucrative business model. </li></ul><ul><li>Weakness </li></ul><ul><li>On the whole, Docomo lost 630,000 subscriptions in the year to March, which isn’t really a good result. The reason is clear. Docomo customers have left either over the weakness of the 3G network or the expensive fees. Docomo has been frantically strengthening the network but it is difficult to erase customers’ first impression that the FOMA network is weak. </li></ul>
  5. 5. <ul><li>LONGTERM OBJECTIVES </li></ul><ul><li>Connecting People, Society and the Planet </li></ul><ul><li>THE GENERATING OF STRATEGIES </li></ul><ul><li>To respond to the increasingly harsh market conditions, our corporate group has decided to renew its brand taking advantage of the opportunity presented by the announcement of &quot;New DOCOMO Commitments&quot;and to reorganize its operational structure centered on the consolidation of eight regional subsidiaries into a single entity under NTT DoCoMo, Inc., while focusing on the following three priority policies in Docomo’s business management: (1) enhance our competitiveness by strengthening the foundation of our core business, (2) grow revenues through new value creation, and (3) facilitate cost reduction and efficiency improvement. </li></ul>
  6. 6. <ul><li>THE SELECTION OF STRATEGIES: </li></ul><ul><li>Global Strategy </li></ul>
  7. 7. <ul><li>Analisa </li></ul><ul><li>1.Beberapa strategi yang dilakukan Docomo adalah; </li></ul><ul><li>Mengundang pemain luar untuk ikut ambil bagian dalam pasar telekomunikasi di Jepang </li></ul><ul><li>Menproduksi sendiri perlengkapan yang diperlukan dan mengajak kostumer untuk ikut membeli </li></ul><ul><li>Menurunkan dan mengeliminasi biaya subcrition </li></ul><ul><li>Memperbarui dan mencari inovasi untuk teknologi yanglebih maju </li></ul><ul><li>Mendayagunakan SDM yang potensial untuk menciptakan produk yang berteknologi tinggi, unik, dan mempunyai nilai tambah </li></ul>
  8. 8. <ul><li>Analisa </li></ul><ul><li>2. I - mode </li></ul><ul><li>I mode adalah internet mobile service yang pertama di dunia yang dapat digunakan pada handphone. I mode ditawarkan pada kostumer denggan akses lebih dari 15 ribu website. Hal ini juga memudahkan kostumer untuk mengecek e-mail, membeli tiketbioskop, melihat peta/ jadwal kereta apai, download games dll. </li></ul><ul><li>Pertumbuhan I mode yang pesat juga didukung oleh model bisnis Docomo yang diadopsi dari AOL’s packet billing model dimana penagihan didasarkan pada banyaknya data yang diterima, bukan pada lama waktu yang dipakai. </li></ul><ul><li>Pertumbuhan transaksi e-commerce juga mempengaruhi kesuksesan I mode. Docomo menyadari bahwa banyak pelanggan merasa tidak nyaman melakukan transaksi pembayaran melalui Internet. Mereaksi hal ini, Docomo menggabungkan transaksi lain pada pembayaran yang dilakukan per bulan. Hal ini menumbuhkan rasa aman dan nyaman pada kostumer. </li></ul>
  9. 9. <ul><li>Kesuksean I-mode juga ditunjang oleh kepiawaian strategi marketing Docomo. Pada awal peluncurannya, perusahaan ini memilih untuk tidak mempromosikan lewat internet untuk kemudahan pelayanan. </li></ul><ul><li>Hal terbesar yang menunjang adalah pelayanan berdasarkan win-win-win platform yang memberikan keuntungan Docomo, provider dan kostumer. </li></ul>
  10. 10. <ul><li>3. Strategi global yang dilakukan Docomo adalah upaya untuk memperluas jaringan pemakai. Namun hal ini kurang ditunjang dengan perbaikan dan inovasi baru dalam perlengkapannya. Dalam hal ini Docomo perlu mempertimbangkan lagi upaya untuk tidak hanya sekedar meluncurkan produk baru, namun sebaiknya (dengan pasar yang cukup stabil saat itu) memperlengkapi pula produknya dengan inovasi baru yang menguntungkan pemakai. </li></ul><ul><li>4. Bagaimanapun Docomo adalah perusahaan telekomunikasi yang pernah menjadi raksasa di Jepang dengan jaringan pemakai yang sangat besar. Dengan memperbaiki sistem, membangun kepercayaan investor, partner companies, Docomo diharapkan mampu mempertahankan pasar yang selama ini dibangun dengan baik. </li></ul>